Maximizing Community Engagement

Maximizing Community Engagement was the title of our tele-learning event with host Donna Jean Forster from Tamarack Institute last week. Much to our shock and delight - we broke the record with the highest registrations to date.  So what is it about Community Engagement that has struck a chord with people across North America? Why are people so eager to connect and learn about this topic?  Is there something about where we are socially that calls out for a renewed interest or deeper learning about how to engage with others?

Let's start with a few definitions of what community engagement is...

Put simply, community engagement is the process of involving people in decisions that affect them. This can mean involving communities in the planning, development and management of services.   - from a great how-to guide by The Scottish Government.

Loosely defined, community engagement is the process of working collaboratively with and through groups of people affiliated by geographic proximity, special interest, or similar situations to address issues affecting the well-being of those people. It is a powerful vehicle for bringing about environmental and behavioral changes that will improve the health of the community and its members. It often involves partnerships and coalitions that help mobilize resources and influence systems, change relationships among partners, and serve as catalysts for changing policies, programs, and practices (Fawcett et al., 1995). - by the Centre for Disease Control

 Based on our research, we understand community engagement to be “people working collaboratively, through inspired action and learning, to create and realize bold visions for their common future.” - by Tamarack Institute, who have done considerable work gathering resources on the topic.



From our interview in Donna Jean, there were a number of questions that we believe get to the heart of people's interest. We were asked;

1.  If we want to improve engagement in our communities we need to understand what personally engages us. How do we uncover that and what benefits does that bring to the engagement process?

2.  Communities are groups of people. What are some of the best ways to understand this group, engage them and move forward in addressing complex issues?

3.  What are some of the traps to avoid when we are working with or living in community?

All great questions!  How would you answer them?

See the Tamarack website for an audio recording of the interview - and check here back next week as we begin to answer them within our blog.

Thorny Questions in Your Side? Get the Community Clippers!

We just came off of a thought provoking Human Early Learning Partnership (HELP website) webinar, hosted by Joanne Schroeder and guest presenter Paul Kershaw, titled Influencing Public Policy: Tips and Traps.  What drew us into the call was our quest to learn more about how community can take action, impact policy changes and engage with people at a local level and beyond. Trust us, they delivered, so if you missed the call watch for the archive of this presentation on the HELP website.

Joanne discussed thorny questions – the barriers that get in the way of people participating in change efforts. See if you can identify with any of these prickly scenarios:

“We just can’t seem to agree on the action/priorities.”

“We can’t endorse that piece of work.”

“What difference will it make?  Will we really have any impact?”

Lo and behold, village raisers, you will be impressed (and likely not surprised) with Joanne’s response to the above thorns. Yes, get your community clippers out and take heed that the answer seems to circle back to the power of community collaboratives and participatory processes.

Here are some collaborative shearing tips:

• Be clear on your group’s definition of advocacy. What’s the difference between influence and advocacy?
• Base your advocacy conversations on research and fact rather than opinion. Ask people “What do we know to be true?”
• Use consensus building processes to work through the fact of life that people have different opinions.
• Connect with other communities – learn from and share with other groups to decrease isolation and increase shared power.
• Be a conduit for community voice with a pro-active planned strategy (include in your annual plans).
• Use a solution based focus - stay positive
• Find both quiet (building relationships, small conversations) and louder (rallies, big messaging) ways to advocate.
• Evaluate your impact

It seems that time and time again that to have impact and foster change, we need to use informed group processes that boost a collective empowerment. The thorny questions will arise – what we are after are the practices that help people move beyond the thorns into the further development of their working together initiatives.

6 Group Process Tips: How to prepare for the flow of TIME in group sessions, activities and agendas.

Have you ever planned a group session down to the minute? 

You know what we mean, where you give 10 minutes for introductions, 30 minutes for updates, 1 hour for the topic of the day with a 15 minute energizer and 5 minute closure.  

Sounds wonderfully, perfectly timed out.

 So what could go astray? Trust us, many things can happen that cause time to run out or to stand still! To get back on the ticking track, it’s helpful to aim for an estimated time AND to plan for how you will respond to timing in the moment.Frankly, exact timing may not be possible. As group facilitators we like to have an outline structure that we follow and we are aware that things do not always go as planned!

We have come up with a list of 6 Group Process Questions & Tips that can help you review and master the TIME element for your next session:

1.  What time is available? Start with what time is available to work with.  Take your ideas and adapt them to fit in the allotted time. This can be handy if you are asked to take a 3 hour presentation and condense it to 15 minutes or extend it to a day long. It happens!
2. How long do you imagine it to take? Do a mock run. Time out the agenda/process. Don’t forget to build in time for group dynamics caused by group passion, apathy, nerves or unexpected events.
3. How large is the group? Adapt the process to match the size of the group who is meeting. For example, in a small group you may have more individual sharing, while in a large community group it may be more small group reporting. Each type of interaction and reporting out will take a different amount of time.
4. Where is the group's focus? Our exercises are often adapted on the spot or even tossed off the agenda to follow the group's focus. Being flexible and having an open approach to group processes is invaluable. 
5. Who is showing up? If there are new partners or old history joining the room, allow for time adaptations to honour the "warm up" period of people interacting before diving in.
6. What will be in your facilitator back pocket? Plan to be able to "let something go" from the agenda or to add something in. We will often ponder - where could we extend this activity if it doesn't take as long as expected OR where could we skip over if the dialogue is rich and deep and it takes more time than expected.

 Think on your feet, have a loose structure, and let the time flow!

Raising the Village Question: 

What else do you do to prepare for the flow of time in your group/community meetings?


Looking for engaging activities to enrich your working together time? 
Our RTV activity books are about to be released (will be on Amazon soon). In the meantime - sign up directly with us for a special early bird discount. Contact tammy @raisingthevillage.ca or tracy @raisingthevillage.ca for more scoop.

Book review - Everyone Leads

With a title like Everyone Leads, this book caught our attention. A book claiming to inspire readers to see new leadership possibilities within themselves and their communities.. is definitely up our alley! 

The book's conversational tone makes it seem as if you are chatting with author Paul Schmitz. The first chunk tells the story of his innovative and  grass roots organization called Public Allies. It is, in fact, the organization that Michelle Obama worked in early in her career.  Still going strong across the United States (website), Public Allies identifies talented young adults from diverse and under-represented backgrounds who have a passion to make a difference, and helps them turn that passion into a viable career path.

The book, outlines the five core leadership values of this organization; 

1. Recognizing and mobilizing ALL of a community's assets
2. Connecting across cultures
3. Facilitating collaborative action
4. Continuously learning and improving
5. Being accountable to ourselves and others.

These are values that resonate with our work. In fact, much of the language and the "how-to" strategies run parallel with Raising the Village - relationships, leadership and strengths. Given our work with community collaboratives, we took a closer look at the chapter on facilitating collaborative action. Here are some of our favourite passages.

"Building teams is about building trust. 

Exercises and processes can help prevent common pitfalls..."

 "Leadership is inherently a collaborative process. 

Leaders inspire, persuade, and engage others to work with them on common goals." 

"Self awareness and interpersonal collaboration also extend to the formal and informal organizations that constitute communities."

"Being collaborative is a commitment."

The book offers an exercise that helps to identify and acknowledge strengths. Each individual writes the answer to the following questions and shares with a partner. We challenge you to answer them!

• What two gifts, talents or skills make you a valuable family member and friend?
• What two skills make you especially good at your paid or volunteer work?
• What talent do you have that not many people know about?
• What are your 2 or 3 favourite hobbies?

Let's take it farther!!  Here is a fun way to match your strengths and natural gifts to your role as leader and community builder.  Try our self-assessment quiz: What is Your Group Leadership Style. Are you a mover & shaker? a clarity seeker? a strengths creator? or (yikes) a group process killer?!

Embrace your strengths and offer up your gifts as everyone leads! 

Brain-based Engagement Strategies - a List

After a year of offering our Collaboration: Authentic Engagement Workshop, we have compiled a list of brain-based engagement strategies from the amazing and diverse workshop participants whose wisdom, experience, innovative thinking and new insights filled flip chart pages with practical engagement ideas.

The ideas are organized by the four key community building strategies that we outline in our book, Raising the Village;

1.  Unearthing - Are you looking at finding a deeper understanding of community?

2. Building Relationships - Are you looking at strengthening relationships or building new partnerships?

3.  Framing Leadership - Are you looking at enhancing and sharing the leadership required to work together?

4.  Constructing Collective Relevance - Are you seeking that "feeling" of collective relevance...the "us"?

The ideas are further sorted according to the 5 domains of human interaction using a brain-based engagement lens. We have learned about these domains over the last five blogs; status, certainty, autonomy, relatedness and fairness.

Enjoy! Download this handout of engagement ideas here. (under the leader Development section). We hope it is useful!


Upon reflection, our last six blogs have been a reminder to examine how we engage you - blog-readers interested in building stronger communities. Our mission at Raising the Village is to support, inspire and engage individuals, organizations and communities in their efforts to collaborate. So taking direction from our own handout...

We welcome your input, comments, posts and questions in all of our online communities - blog, Facebook and Twitter. Tell us what engages you about building community - and what you are interested in learning more about.

We are continually seeking new ways to support community building efforts (in your families, in your workplaces and in your communities). Check out our website Resource page for a great selection of information on community development, leader development, the early years and group activities.

Our new book will be available soon! It is full of engaging activities for group leaders. The book (also available as 2 ebooks) shares 50 group activities that guides groups to gather information, make meaning from data, generate innovative action ideas and make decisions for action. For our growing Raising the Village communities we want to offer a pre-order discount. If you are not already receiving our seasonal newsletter, sign up here - we'll be sending out the discount soon.

Fairness: Collaborating Without a Pit In Your Stomach

Check out these Fairness scenarios...

Among Children: “He has more chocolate milk than me” or “She gets to stay up later than me”

Among Coworkers: “We do the exact same job but I get paid way less”

In life: A store teller directs, “Can I help the next person in line please.” The two people behind you wheel their buggies to the front of the new line even though you are the next person in line.

In collaboration: “There will be a closed meeting tonight for our budget sub group.” A steering committee meets to discuss funding cuts. You are not sure what the implications are for your program this coming year and have not been asked to give recommendations.

Do you have a pit in your belly? Hands feeling tied? Bad taste in the mouth?

If so, these are all natural responses when faced with Fairness situations. These last scenarios showcase the F (Fairness) from the SCARF domains. In our Raising the Village workshop we’ve found that this domain can elicit a very strong THREAT or disengaged reaction from people (depending on the severity of the scenario).

Why does our brain strive for fairness?

 It often comes down to a perceived sense of injustice or justice. Unfair exchanges can activate the insular, a part of the brain involved in intense emotions such as disgust. This particular trigger is very sensitive to perception AND past experience. When we feel this unfairness our empathy abilities go way down.

What to do? How can we increase fairness?

•           Volunteer your services to causes that you feel increase justice and fairness in the world
•           Increase transparency with direct communication (who is impacted by your work? who might want to know about how this work unfolded? TELL THEM!).
•           Share details about internal processes (such as financial records, decision making methods, hiring practices, etc.)
•           Establish clear ground rules/guidelines/objectives in everything from one hour meetings to yearlong projects
•           Discuss shared workloads and base the work on strengths (what does the work look like? how will it be evaluated?)
•           Ask questions if you need clarification on expectations in your relationships. Don’t wait for someone else to always fill you in on the process.
•           Acknowledge your “fairness” buttons and let them be the catalyst to speak up for what is important. AND to be curious about what other people see as fair.

Village Raising Questions

 When do you feel that pit in your stomach?

What does this mean in your engagement with others?

Relatedness: More than Shaking Hands

You are mingling at a work related social luncheon where you vaguely know one other person. The MC begins an icebreaker activity that involves shaking multiple hands and introducing yourself as an animal.

So... are you suddenly covered in sweat, ready to break for the door or ruffling your feathers like a Turkey and ready to roam the room?

This type of scenario showcases the R in SCARF, the relatedness you feel or don’t feel when engaging with others.  (For more on SCARF see our Brain Engagement blog).

People are different in their reactions. Whether you consider yourself an introvert or an extrovert may influence whether you jump full in or hold back and observe. Relatedness also involves your perception as to whether you are ‘in’ or ‘out’ of a social group. People naturally like to form ‘tribes’ or cliques where they experience a sense of belonging, however they want to do so at their own pace and in a way that fosters SAFE connections.

How can one foster safe connection and increase relatedness among groups?

•  Form work teams and ask each person what strength they can bring to the group.
• Share personal stories and information OVER TIME. Personalized introductions or energizers often work (but maybe don’t bring out the “introduction as an animal” one right away).   
• Incorporate small group or dyad/triad work to encourage safe sharing.
• Introduce mentoring and coaching opportunities among team players.

It’s not about increasing the number of social connections (or hands you shake) necessarily, but more about increasing the number of SAFE connections to increase productivity and positive relatedness responses.